Dept culture in promoting values of Education

College culture is university subculture, and a unique organization culture form created, discovered, and developed from long-term teaching management practice, generally accepted, recognized, and followed by teachers and students of college/school/department. College culture can be concluded in “academic culture,” “administrative culture,” “association culture” based on “functional form of culture,” or “teacher culture,” “student culture,” and “administer culture,” according to “the subject form of culture.” Except “classification,” it can be divided into three levels of “material,” “institution,” and “spirit”; or four levels of “material,” “institution,” “behavior,” and “spirit.” College culture, compared to campus culture, is a subculture, but has its independence and dissimilarity. At management aspects, college culture has directing function, cohere function, constrain function, incentive function, coordination function, and assimilation function. At social aspects, college culture has radiation function and image-building function. At education aspects, college culture can have an impact on students’ professional qualities, moral character, and personality growth. Cultural construction should be conducted adhering to the principle of “overarching and guiding,” “materialization and enrichment,” and “specificity and characteristic.” Keywords: college culture, school culture, department culture, campus culture, university culture

1. The Ideas to achieve the preferred Department Culture By Dr. H.L.Viswanath & Dr. Aneesh V.

2. Developing a desired departmental organizational culture To build a strong Team of Teachers with a passion for teaching Efficient Team work Focus on organizational goals Effective Delivery of lectures To produce students who are employable To achieve higher rates of placements Effective Inter-personal and Intra-departmental Communications S trive towards satisfaction of stake holders

3. Articulation of departmental Aspirations To strive towards achieving better teaching quality and improvement in results To achieve good feed back in a 360 degrees assessment scenario To obtain NBA accreditation Strive towards retaining the ranking as the leader among the private Universities To explore more efficient documentation processes

4. Types of organizational culture There are four types of organizational culture: Clan Adhocracy Market Hierarchy

5. Clan oriented cultures are family-like, with a focus on mentoring, nurturing, and “doing things together.” Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on risk-taking, innovation, and “doing things first.” Market oriented cultures are results oriented, with a focus on competition, achievement, and “getting the job done.” Hierarchy oriented cultures are structured and controlled, with a focus on efficiency, stability and “doing things right.”

6. Clan Culture Internal focus & flexibility ‘Family’: friendly Leader type: father, mentor Communication, commitment, development Theory = High commitment and solidarity produce effectiveness

7. This culture is rooted in collaboration. Members share commonalities and see themselves are part of one big family who are active and involved. Leadership takes the form of mentorship, and the organization is bound by commitments and traditions. The main values are rooted in teamwork, communication and consensus. A very pleasant place to work, where people share a lot of personal information, much like an extended family.

8. The leaders or heads of the organization are seen as mentors and perhaps even parent figures. The organization is held together by loyalty or tradition. Commitment is high. The organization emphasizes the long-term benefit of human resources development and attaches great importance to cohesion and morale . Success is defined in terms of sensitivity to customers and concern for people. The organization places a premium on teamwork, participation, and consensus

9. Leader Type: facilitator, mentor, team builder. Value Drivers: commitment, communication, development. Theory for Effectiveness: human development and participation produce effectiveness. Quality Strategies: empowerment, team building, employee involvement, Human Resource development, open communication.

10. Adhocracy culture A dynamic, entrepreneurial, and creative place to work. People stick out their necks and take risks. The leaders are considered innovators and risk takers. The glue that holds the organization together is commitment to experimentation and innovation. The emphasis is on being on the leading edge. The organization’s long term emphasis is on growth and acquiring new resources. Success means gaining unique and new products or services. Being a product or service leader is important. The organization encourages individual

11. Initiative and freedom. This culture is based on energy and creativity. Employees are encouraged to take risks, and leaders are seen as innovators or entrepreneurs. The organization is held together by experimentation, with an emphasis on individual ingenuity and freedom. The core values are based on change and agility. Facebook can be seen as a prototypical adhocracy organization, based on CEO Mark Zuckerberg’s famous admonition to, “Move fast and break things – unless you are breaking stuff, you are not moving fast enough.”

12. Leader Type: innovator, entrepreneur, visionary. Value Drivers: innovative outputs, transformation, agility. Theory for Effectiveness: innovativeness, vision and new resources produce effectiveness . Quality Strategies: surprise and delight, creating new standards, anticipating needs, continuous improvement, finding creative solutions

13. Market culture A result-oriented organization whose major concern is getting the job done. People are competitive and goal-oriented. The leaders are hard drivers, producers, and competitors. They are tough and demanding. The glue that holds the organization together is an emphasis on winning. Reputation and success are common concerns.

14. The long-term focus is on competitive actions and achievement of measurable goals and targets. Success is defined in terms of market share and penetration. The organizational style is hard-driving competitiveness . External focus & stability Result orientated, competitive Leader type: hard-driver, demanding Market share, goal achievement, profitability Theory = Goal achievement, market share, numbers produce effectiveness

15. Leader Type: h ard driver, competitor, producer Value Drivers: market share, goal achievement, profitability Theory for Effectiveness: aggressive competition and customer focus produce effectiveness . Quality Strategies: measuring customer preferences, improving productivity, creating external partnerships, enhancing competitiveness, involving customers and suppliers

16. Hierarchy culture A very formalized and structured place to work. Procedures govern what people do. The leaders pride themselves on being good coordinators and organizers who are efficiency minded . Maintaining a smooth-running organization is most critical . Formal rules and policies hold the organization together. The long-term concern is stability and performance with efficient, smooth operations. Success is defined in terms of dependable delivery , smooth scheduling and low cost. The management of employees is concerned with secure employment and predictability .

17. Internal focus & stability Formal attitude, structure, procedures Leader type: coordinator, organizer Efficiency, reliability, timeliness, consistency Theory = Efficiency, timeliness and consistency produce effectiveness Success is defined in terms of dependable delivery, smooth scheduling and low cost. The management of employees is concerned with secure employment and predictability.

18. Leader Type: coordinator, monitor, organizer. Value Drivers: efficiency, punctuality, consistency and uniformity. Theory for Effectiveness: control and efficiency with appropriate processes produce effectiveness . Quality Strategies: error detection, measurement, process control, systematic problem solving , quality tools

19. Survey conducted at Christ (Deemed to be University in 2018): Actual Preferred CHRIST Target Clan 26.2 25.6 32 Adhocracy 23.8 24.6 28 Market 26.2 25.5 15 Hierarchy 23.8 24.3 25 Total 100 100 100

20. Clan Adhocracy Market Hierarchy Flexibility Stability External Internal Actual Preferred Target

21. Aligning departmental leadership with target departmental culture Christ is celebrating its Golden Jubilee this year and has been ranked as the Leader among the private universities of India. Christ intends to have a good Clan culture, which brings together the faculty of the university and achieve its goals as a family. The Department may take the following actions (Actual: 26.2%, Christ’s Target: 32 %, the difference is not too large): Sharing of knowledge – conducting talks by the faculty members periodically Celebrating events like birthdays, awarding of degrees etc. Conduction of workshops, conferences etc. Encouraging the faculty members to participate in extra curricular and co-curricular activities

22. Aligning departmental leadership with target departmental culture (contd.) Christ encourages A dhocracy . The Department may take the following actions (Actual: 23.8%, Christ’s Target: 28%, the difference is not too large): : Encourage the faculty members to suggest innovative methods of teaching Encourage the faculty members to come out with new project ideas, which may result in benefits to society, commercialization of the product, Patenting etc. Christ is already supporting the faculty members who publish papers in journals. Faculty members may reap the benefit of this scheme. Innovative ideas from the students may also be converted into projects.

23. Aligning departmental leadership with target departmental culture (contd.) Christ encourages an implied Hierarchy rather than strict adherence to hierarchy (Actual: 23.8%, Christ’s Target: 25%, the difference is not too large). The existing organizational structure seems to be adequate, some minor tweaking may be made if necessary.

24. Aligning departmental leadership with target departmental culture (contd .) Christ is certainly interested in having a good market reputation (Actual : 26.2%, Christ’s Target: 15%, the difference is significant): The management of Christ expects its market value to improve through the word of mouth rather than through advertisements or other means of marketing. The university wants to establish customer loyalty and business expansion on its own merit. This can be achieved through the satisfaction of students and parents. Holistic education may also play an important role. Since the actual result is greater than the expectation, the department’s performance is better than the expectation.

25. QUESTIONS?

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